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44 Chief Learning Ofﬁcer • March 2016 • www.CLOmedia.com CASE STUDY BBVA Bancomer Plays the Change Game BY SARAH FISTER GALE In the buttoned-up world of banking, tradition, hierar- chy and the prestige of a corner ofﬁce are ingrained in the corporate culture. So when BBVA Bancomer, the largest ﬁnancial institution in Mexico, decided to move its headquarters from a traditional building with lots of private ofﬁces to two state-of-the-art, LEED-certiﬁed buildings full of open work spaces designed to foster col- laboration and transparency, the executive team knew it would be a shock for employees and management. “When you change your physical space it affects your culture,” said Alfonso Bustos Sanchez, dean of Bancomer University. “If you don’t address that shift in mindset, you will lose a great opportunity to foster change.” The move to the new buildings was part of a broader digital transformation at the bank that in- cluded moving all products and services online and enabling the more than 100,000 employees world- wide to collaborate digitally. Collaboration and trans- parency were not considered priorities in the old way of doing business at BBVA Bancomer. “One of the main obstacles for a collaborative and digital culture was the legacy building,” said Fernando Rau, talent management consultant with consulting company Overlap in Mexico City. “Dysfunctional buildings can develop dysfunctional habits.” In the old headquarters, the level of contribution of each staff was measured by the size of their ofﬁce, and the overall design of the ofﬁce spaces fostered privacy over collab- oration, he said. Employees weren’t accustomed to working side-by-side with managers, or prioritizing things like work-life balance and team empowerment. BBVA Bancomer’s leadership team knew the em- ployees needed a robust change-management effort to make the move successful, and traditional com- munication campaigns and training programs would not be enough. “We wanted to use the move as an opportunity to help our employees acquire a new way of working so they could take full advantage of the new building,” said Uriel Galicia, learning and development director at Bancomer University. In 2015, to coincide with the move, BBVA Bancom- er’s learning and development organization and Overlap designed an innovative culture change program, called Ciudadania NET, or Nueva Experiencia de Trabajo, which means “new working experience.” The program used gamiﬁcation to foster collabo- SNAPSHOT BBVA Bancomer used gamiﬁcation, social media and live actors to transform a traditional banking culture into a collaborative, environ- mentally focused digital organization. Renderings of BBVA Bancomer’s new buildings, from left: BBVA Bancomer Tower Reforma, Parques BBVA Bancomer Tower and BBVA Bancomer Data Center in Mexico City. Chief Learning Ofﬁcer • March 2016 • www.CLOmedia.com 45 ration and competition, and included online training modules, social media components and real-world activities to demonstrate behavior change. “We devel- oped the program using games, missions and journeys to make it engaging for employees, and to create op- portunities for collaboration,” Galicia said. “We found that to be a useful way to convince employees of the importance of changing their behaviors.” Rau said in the beginning, gamiﬁcation was a tough sell for the bank’s executive stakeholders, who needed to be persuaded that games and leader boards were serious enough to drive the desired change. But the learning team took the time to answer all of their questions, and to talk through how it would work to win their support. “It was risky,” he said. “It took time to get them on board, but they are very happy now.” 7 Habits of Highly Effective Employees With leadership support, the learning team began by deﬁning the seven behaviors employees would need to be successful in the new environment: 1. Show respect for others, their space, their envi- ronment and the rules. 2. Exercise work-life balance and encourage it in others. 3. Be collaborative and promote teamwork. 4. Keep things simple, be positive and embrace technology. 5. Use the new premises and workspace layout properly. 6. Keep personal impact to the environment at a minimum. 7. Be autonomous, making use of and promoting the new bank’s self-service capabilities. Using the seven habits as a framework, the learn- ing team created a blended online and real-world learning initiative that includes 14 missions to be completed over 12 weeks. The missions are grouped into three phases. Phase one is focused on building awareness and educating employees about the new behaviors and why they are important. Phase two is about taking action — getting employees to actually use the behaviors on the job. Phase three is about reﬂection and feedback, during which they discuss the effect of the change on an inter- nal social media platform, complete feedback surveys, and capture and share moments where team members made the change part of their new way of working. Each mission includes a combination of online learning and live interactions with speciﬁc tasks. For example, in phase one, employees might watch a vid- eo about respecting the environment, and complete an online trivia game about collaboration. In phase two they perform speciﬁc assignments, such as sched- uling use of a shared meeting space, posting a selﬁe to the social media site using the recycling center, or col- laborating with teammates. Employees receive points for completing tasks that can later be exchanged for prizes. As they complete mis- sions and gather points, they receive badges and earn higher rankings to demonstrate levels of mastery. All of the points and employee rankings are shared on the on- line leader board to foster competition and highlight employees’ accomplishments in the new space. Show and Tell One of the more unusual aspects of the program are the actors; they perform in the online videos and engage with employees in the workplace. Rather than put on formal staged productions, the actors were in- structed to mingle with employees while in-character. “Each actor embodied a speciﬁc personality,” Rau said. “Some represented behaviors employees needed to embrace while others represented behaviors they needed to leave behind.” Each one was given an ironic name, like Joaquin Solente, which in Spanish sounds like “Joshua the insolent” and Laura D´irse, which translates to “time to leave.” While in the ofﬁce the actors might engage in dis- ruptive behavior, such as talking loudly on their cell- phones in common areas. It was a way to show em- ployees the right and wrong way to behave, which had a big effect, Sanchez said. “They would follow a script but they also engaged with employees and had conver- sations with them.” These interactions were one of the most popular features of the program. ‘When you change your physical space it affects your culture. If you don’t address that shift in mindset you will lose a great opportunity to foster change.’ —Alfonso Busto Sanchez, dean, Bancomer University CASE STUDY continued on page 49 Chief Learning Ofﬁcer • March 2016 • www.CLOmedia.com 49 To contact our editors, write to: editor@CLOmedia.com For advertising information, write to: sales@CLOmedia.com To submit an article for publication, send to: submissions@CLOmedia.com List Rental: Jay Schwedelson, 800-331-8102, mediatec@worlddata.com Reprints: For single article reprints in quantities of 250 and above and e-prints for Web posting, please contact PARS International at MediaTecReprints@parsintl.com. For all other requests, including bulk issue orders, please contact MediaTec Publishing at magorders@mediatecpub.com. Advertising: For advertising information, write to sales@CLOmedia.com. Back Issues: For all requests, including bulk issue orders, please visit our website at CLOmedia.com/products or email hcmalerts@e-circ.net. Editorial: To submit an article for publication, go to CLOmedia. com/submission-guidelines. Letters to the editor may be sent to editor@CLOmedia.com. Permissions and Article Reprints: No part of Chief Learning Ofﬁcer can be reproduced without written permission. All permissions to republish or distribute content from Chief Learning Ofﬁcer can be obtained through PARS International. For single article reprints in quantities of 250 and above and e-prints for Web posting, please contact PARS International at MediaTecReprints@parsintl.com. List Rental: Contact Mike Rovello at (402) 836-5639 or hcmlistrentals@infogroup.com. Subscription Services: All orders, inquiries and address changes should be addressed to Computer Fulﬁllment PO Box 8712 Lowell, MA 01853 or call customer service at 800-422-2681 or 978-671-0446 or email hcmalerts@e-circ.net. ADVERTISING SALES Clifford Capone Vice President, Group Publisher 312-967-3538 ccapone@CLOmedia.com Derek Graham Regional Sales Manager 312-967-3591 dgraham@CLOmedia.com AL, AR, DE, FL, GA, IA, IL, IN, KS, KY, LA, MD, MI, MN, MO, MS, NC, ND, NE, OH, OK, SC, SD, TN, TX, VA, WI, WV, District of Columbia, Ontario, Manitoba, Saskatchewan Marc Katz Regional Sales Manager 415-722-4673 mkatz@CLOmedia.com AZ, CA, CO, HI, ID, MT, NM, NV, OR, UT, WA, WY, British Columbia and Alberta Daniella Weinberg Regional Sales Manager 917-627-1125 dweinberg@CLOmedia.com CT, MA, MD, ME, NH, NJ, NY, PA, RI, VT, Quebec, New Brunswick, Newfoundland, Europe Melanie Lee Business Administration Manager 510-834-0100, ext. 231 mlee@CLOmedia.com Nick Saﬁr Lead Generation Administrator 510-834-0100, ext. 227 nsaﬁr@CLOmedia.comADVERTISERS’ INDEX Belleveu University 7 CorporateLearning.com CLO Accelerator 3 CLOaccelerator.com CLO Breakfast Club 17 events.clomedia.com/breakfast-club CLO Spring Symposium 6 CLOsymposium.com/spring Cornell University 2nd Cover eCornell.com/CorporateHR corporateprograms@ecornell.com Grovo Learning 5 www.grovo.com NIIT 13 www.niit.com/rtlab SilkRoad 11 silkroad.com The Training Associates 3rd Cover www.thetrainingassociates.com/ training-evolution-white-paper Trident University 40 trident4education.com Udemy 26, 27 xerox.com/learning Weatherhead School of Management 15 weatherhead.case.edu/deepdive weatherhead.case.edu/STEMwomen Xerox Learning Services Back Cover xerox.com/learning Advertisers/URLs Page Advertisers/URLs Page In the ﬁnal phase, employees received points for sharing feedback on social media about how their group is doing with the training — good or bad. The social sharing helped foster a more collaborative experi- ence for trainees. At the end of the 12 weeks, employees who complete all the missions receive a NET citi- zenship passport. “It is a way for them to show pride in their new culture, to say ‘I am a citizen of this environment, and I am making these behaviors stick,’ ” Sanchez said. “The pass- ports were very well received.” To further embed a sense of team work, the company moved employees into the new space in stages, so the learning team could focus on groups of roughly 100 people at a time, rather than all 9,500 at once. “Each group moved over together, and they all work on the same ﬂoor, so it created camara- derie and support,” Rau said. The training began in May 2015. By De- cember, nearly 8,500 employees had com- pleted the program, with the remaining groups scheduled to ﬁnish in early 2016. To track the programs’ effect, the learning team surveyed all employees on the key behaviors before and after training — a survey that em- ployees received points for completing. Results released in December showed substantial im- provements in several categories. One of the most notable: Before training, only 19 percent of employees agreed with the statement, “No need to think before I promote and practice work-life balance” in the workplace; after training, 79 percent agreed with the state- ment. This 60-point jump was especially excit- ing as quality of life was one of the more difﬁ- cult behaviors to get employees to embrace in the old bank culture, Sanchez said. The results show similar increases among those who say they “embrace the technology available that allows me streamline my job;” this increased to 99 percent from 42 percent; and those who say they “properly use the new ‘auto-service portal’ ” also jumped to 99 percent from 42 percent. Though he said the culture transforma- tion is far from complete. “Change is not a one-shot program, it is a journey,” Rau said. “We still have to follow up and keep rein- forcing the behavior change if we want it to be embedded for good.” The learning program was a great chance for the HR and tech teams to prove their val- ue, Sanchez added. “It sends the message that we are innovative, and that we understand how to create an environment where employ- ees can learn from each other and participate in a truly engaging learning experience.” CLO CASE STUDY continued from page 45 Sarah Fister Gale is a writer based in Chicago. To comment, email editor@CLOmedia.com. Graham Regional Sales Manager 312-967-3591 dgraham@CLOmedia.com AL, AR, DE, FL, GA, IA, IL, IN, KS, KY, LA, MD, MI, MN, MO, MS, NC, ND, NE, OH, OK, SC, SD, TN, TX, VA, WI, WV, District of Columbia, Ontario, Manitoba, Saskatchewan Marc Katz Regional Sales Manager 415-722-4673 mkatz@CLOmedia.com AZ, CA, CO, HI, ID, MT, NM, NV, OR, UT, WA, WY, British Columbia and Alberta Daniella Weinberg Regional Sales Manager 917-627-1125 dweinberg@CLOmedia.com CT, MA, MD, ME, NH, NJ, NY, PA, RI, VT, Quebec, New Brunswick, Newfoundland, Europe Melanie Lee Business Administration Manager 510-834-0100, ext. 231 mlee@CLOmedia.com Nick Saﬁr Lead Generation Administrator 510-834-0100, ext. 227 nsaﬁr@CLOmedia.comADVERTISERS’ INDEX Belleveu University 7 CorporateLearning.com CLO Accelerator 3 CLOaccelerator.com CLO Breakfast Club 17 events.clomedia.com/breakfast-club CLO Spring Symposium 6 CLOsymposium.com/spring Cornell University 2nd Cover eCornell.com/CorporateHR corporateprograms@ecornell.com Grovo Learning 5 www.grovo.com NIIT 13 www.niit.com/rtlab SilkRoad 11 silkroad.com The Training Associates 3rd Cover www.thetrainingassociates.com/ training-evolution-white-paper Trident University 40 trident4education.com Udemy 26, 27 xerox.com/learning Weatherhead School of Management 15 weatherhead.case.edu/deepdive weatherhead.case.edu/STEMwomen Xerox Learning Services Back Cover xerox.com/learning Advertisers/URLs Page Advertisers/URLs Page In the ﬁnal phase, employees received points for sharing feedback on social media about how their group is doing with the training — good or bad. The social sharing helped foster a more collaborative experi- ence for trainees. At the end of the 12 weeks, employees who complete all the missions receive a NET citi- zenship passport. “It is a way for them to show pride in their new culture, to say ‘I am a citizen of this environment, and I am making these behaviors stick,’ ” Sanchez said. “The pass- ports were very well received.” To further embed a sense of team work, the company moved employees into the new space in stages, so the learning team could focus on groups of roughly 100 people at a time, rather than all 9,500 at once. “Each group moved over together, and they all work on the same ﬂoor, so it created camara- derie and support,” Rau said. The training began in May 2015. By De- cember, nearly 8,500 employees had com- pleted the program, with the remaining groups scheduled to ﬁnish in early 2016. To track the programs’ effect, the learning team surveyed all employees on the key behaviors before and after training — a survey that em- ployees received points for completing. Results released in December showed substantial im- provements in several categories. One of the most notable: Before training, only 19 percent of employees agreed with the statement, “No need to think before I promote and practice work-life balance” in the workplace; after training, 79 percent agreed with the state- ment. This 60-point jump was especially excit- ing as quality of life was one of the more difﬁ- cult behaviors to get employees to embrace in the old bank culture, Sanchez said. The results show similar increases among those who say they “embrace the technology available that allows me streamline my job;” this increased to 99 percent from 42 percent; and those who say they “properly use the new ‘auto-service portal